SlideShare a Scribd company logo
10/15/2006
1www.PMOiQ.com - Applied Enterprise Dynamics, Inc.(650) 292-0753
Performance Intelligence, Actualized
pmo paving the road to optimized IT
value: perspectives and a case study
release 1.1
(updated)
Terry Jabali
Founding Principal
Applied Enterprise Dynamics, Inc.
www.pmoiq.net
10/15/2006
2www.PMOiQ.com - Applied Enterprise Dynamics, Inc.(650) 292-0753
Performance Intelligence, Actualized
agenda
Session theme: lessons for successful
deployment / adoption:
• Provide pmo practice insights
• Cite case studies using CMMi: case study,
challenges, reflection, lessons learned
• Discuss successful pmo premises
Open forum for discussion
10/15/2006
3www.PMOiQ.com - Applied Enterprise Dynamics, Inc.(650) 292-0753
Performance Intelligence, Actualized
about pmo
10/15/2006
4www.PMOiQ.com - Applied Enterprise Dynamics, Inc.(650) 292-0753
Performance Intelligence, Actualized
definition of PMO by PMI®
“The Program Management Office is an
organizational body or entity assigned various
responsibilities related to the centralized or
coordinated management of those projects
under its domain. The responsibilities of PMO
can range from providing project
management support functions to actually
being responsible for the direct management
of a project”
PMBOK 3rd Ed
10/15/2006
5www.PMOiQ.com - Applied Enterprise Dynamics, Inc.(650) 292-0753
Performance Intelligence, Actualized
pmo value creation
• PMO (Program Management Office) by design
builds on a series of best practices including
PMI® standards. In NA, the majority of Fortune
companies have already or in the process of
establishing IT PMO office.
• Structure may vary; PMO is either part of the
business or the IT organization; regardless, its
mission focuses on delivering business value
with accountability for results
10/15/2006
6www.PMOiQ.com - Applied Enterprise Dynamics, Inc.(650) 292-0753
Performance Intelligence, Actualized
example of an actual pmo charter
(education institution)
“The Program Management Office will provide:
• state-of-the-art project management software which will include
automated project scheduling, project interdependency tracking,
issue management, resource management and other tools;
• assistance in managing risks and addressing quality
considerations;
• skills training for project managers;
• consistent and effective project management methodologies; and
• proactive communication of project and task status.
The benefits are straightforward and include higher probability of
success, more consistent and simplified management, and
accountability for all results. This should ultimately lead to higher
client satisfaction and a better place to work and learn.”
10/15/2006
7www.PMOiQ.com - Applied Enterprise Dynamics, Inc.(650) 292-0753
Performance Intelligence, Actualized
cmmi® role
10/15/2006
8www.PMOiQ.com - Applied Enterprise Dynamics, Inc.(650) 292-0753
Performance Intelligence, Actualized
cmmi® role
• Establishes an organization framework for
successful project management practices
• Provides a roadmap for continuous process
improvements across program and project
portfolios
• Provides consistent measurements across
the life cycles, e.g., SDLC, PLM… while
providing a gauge for evolving the
organization’s maturity
• Iterative roadmap for adoption
CMMi
10/15/2006
9www.PMOiQ.com - Applied Enterprise Dynamics, Inc.(650) 292-0753
Performance Intelligence, Actualized
Adoption and cmmi®
10/15/2006
10www.PMOiQ.com - Applied Enterprise Dynamics, Inc.(650) 292-0753
Performance Intelligence, Actualized
adoption cycle correlation
acceptance
Holding On Moving
On
Denial
storming
norming
performance
defined
managed
measured
initial
optimized
CMMi
10/15/2006
11www.PMOiQ.com - Applied Enterprise Dynamics, Inc.(650) 292-0753
Performance Intelligence, Actualized
organization adoption correlation
CMMi
defined
managed
measured
initial
optimized
Audience needs are clearly identified
Poor product/service
adoption
Inconsistent deployment success
User-adoption / success metrics are proactively
gauged
User-adoption is synergistic – value creation is self
renewing
10/15/2006
12www.PMOiQ.com - Applied Enterprise Dynamics, Inc.(650) 292-0753
Performance Intelligence, Actualized
pmo case studies
CMMi-L3
10/15/2006
13www.PMOiQ.com - Applied Enterprise Dynamics, Inc.(650) 292-0753
Performance Intelligence, Actualized
case study 1: “major telco”
(~$40 billion in revenues)
• Established a Program Management Office
• PMO SEPG formed with local legs at the unit level
• Governance/Audit team (post deployment)
• Super Users at the local level
• Retained a major consulting team
• Introduced a series of templates to support SDLC, targeting
level 3:
– REQM, CM, PPQA (Proc and prod quality ass), MA; OPF (Org
Proc), OT (train)
– Project complexity-based requirements: High and Low
– RTM: Requirements Traceability Matrix
– Peer Reviews
– Change Management process
– Document management application
– Project management software with resource allocation and
time tracking
CMMi-L3
10/15/2006
14www.PMOiQ.com - Applied Enterprise Dynamics, Inc.(650) 292-0753
Performance Intelligence, Actualized
case study 1: what went well?
• Engagement model was clear with the customer—
introduced “Application Front Gate” to the IT
organization
• Consistency of templates: for example, requirements
documents were no longer called different names:
BRD, RD…
• SEPG ensured consistent application across a matrix
IT organization—process exceptions had to go
through a review committee
• Paving the road toward meaningful measurement at
the PPM level became within reach
CMMi-L3
10/15/2006
15www.PMOiQ.com - Applied Enterprise Dynamics, Inc.(650) 292-0753
Performance Intelligence, Actualized
case study 1: challengesCMMi-L3
• Target: Level 3
• Given the culture, introduced a
very aggressive rollout
timeline:
• Project complexity-based
requirements
• RTM: Requirements Traceability
Matrix
• Peer Reviews
• Change Management process
• Master directory of process assets
/ document management tool
• Project management application
(eVista Artemis)
• Audits
Once understood, adopted; still
confusion persisted between
high and low complexity
project requirements
Poor adoption: Perceived as
additional work
Basic adoption: perceived as
unnecessary work; most
completed the basic
requirements
Well received by IT; not well by the
business
Poor adoption due to slow
performance; cumbersome—
lowered productivity
Saved $$$ on space needed for
attachments; links didn’t
always work!
Too Much Resistance—impacted productivity
10/15/2006
16www.PMOiQ.com - Applied Enterprise Dynamics, Inc.(650) 292-0753
Performance Intelligence, Actualized
audience reflection
10/15/2006
17www.PMOiQ.com - Applied Enterprise Dynamics, Inc.(650) 292-0753
Performance Intelligence, Actualized
case study 1: lessons learned
• Big bang introduction of people, process, and corresponding
tools does not work all at once—cultural adoption rate must be
taken in account
• CMMi champions were re-aligned elsewhere in the organization
• Process improvement is not defined by consultants—rather, it is
defined by front line doers—engage cross team members
across cycle (not only “smart” people)
• Tools’ capability and maturity must be mapped for productivity
flow not just features
• Culture must be taken in account for an adoption rate and the
subsequent roll-out success
• Closely evaluate capability to deliver (e.g. resources, training…)
CMMi-L3
10/15/2006
18www.PMOiQ.com - Applied Enterprise Dynamics, Inc.(650) 292-0753
Performance Intelligence, Actualized
case study 2: “global shipping co.”
($5 billion in revenues)
• Established a pmo practice
• Defined balanced scorecard (BSC) which defined
the PPM objectives
• Adopted ad-hoc CMMi
• Instituted PMI standards
• Enabled standard SDLC template in project
management software
• Instituted an end-to-end project governance
• Piloted a project case study for the entire PMO team
• Debated PMO approaches of “process and tools”
• Promoted PMI certifications for consistent practices
10/15/2006
19www.PMOiQ.com - Applied Enterprise Dynamics, Inc.(650) 292-0753
Performance Intelligence, Actualized
case study 2: what went well?
• EPS (SEPG like)
• PMO Balanced scorecard directly linked to
corporate initiatives “upfront” while providing
a tracking mechanism across project
portfolios (PPM)
• Paving the road toward meaningful
measurement at the PPM level became within
reach provided the SDLC template is widely
adopted
10/15/2006
20www.PMOiQ.com - Applied Enterprise Dynamics, Inc.(650) 292-0753
Performance Intelligence, Actualized
case study 2: challenges
• Established a pmo practice
• Defined balanced scorecard
(BSC) measurements
• Adopted PMI standards
• Enabled standard SDLC
template in project
management software
• Instituted an end-to-end
project governance
• Piloted a project case study for
the entire PMO team
• Debated PMO approaches of
“process and tools”
• Promoted PMI certifications
PMs had to come-up to speed on
PMI leading practices
Vendor provide template 12207
was not relevant to internally,
driven IT department—much
customizations were needed
Many resisted the straight jacket
CMMi was not adopted; as a
result, missing a critical
document such as RTM left
the organization vulnerable to
re-occuring project risks
management had already made its
decision regardless—PMs
already knew
10/15/2006
21www.PMOiQ.com - Applied Enterprise Dynamics, Inc.(650) 292-0753
Performance Intelligence, Actualized
audience reflection
10/15/2006
22www.PMOiQ.com - Applied Enterprise Dynamics, Inc.(650) 292-0753
Performance Intelligence, Actualized
case study 2: lessons learned
• Deploying BSC and encouraging
standardization by adopting standards
enabled greater PMO value creation;
however, not considering critical
components of CMMi such as OPF,
RTM… left PMO more vulnerable to
frequent project over-runs
10/15/2006
23www.PMOiQ.com - Applied Enterprise Dynamics, Inc.(650) 292-0753
Performance Intelligence, Actualized
pmo success drivers
top 3 premises
“Say not I have found the truth—rather, I have found a truth
for the truth walks upon all paths”
Gibran K Gibran
10/15/2006
24www.PMOiQ.com - Applied Enterprise Dynamics, Inc.(650) 292-0753
Performance Intelligence, Actualized
pmo and enterprise effectiveness
is one
• The marriage between people, process
and technology can be happy or a troubled
one. How well we understand and sanction
these performance drivers, positive and/or
negative, determines the effectiveness of
PMO and the subsequent level of
customer value creation
pmo
Premise 1
Frameworks provide a roadmap—deployment
is a science as much as it is an art
10/15/2006
25www.PMOiQ.com - Applied Enterprise Dynamics, Inc.(650) 292-0753
Performance Intelligence, Actualized
capability & maturity modeling can
advance PMO performance if,
1. PMs subscribes to a process of productivity
2. PMs use intuitive tool--process and tools are
aligned
3. PMs competency is promoted and rewarded
4. Vertical process and process inter-relations
are complimentary
5. Team members recognize that it is an
evolution to higher maturity (don’t jump
steps)
pmo
Premise 2
10/15/2006
26www.PMOiQ.com - Applied Enterprise Dynamics, Inc.(650) 292-0753
Performance Intelligence, Actualized
begin with understanding
adoption drivers first
1. Begin with user-adoption drivers as a layered
foundation: Motivated adopters lead first
2. Focus on value at the lowest denominator in
order to drive adoption
3. Reward a culture of ownership—motivate for
execution
pmo
Premise 3
10/15/2006
27www.PMOiQ.com - Applied Enterprise Dynamics, Inc.(650) 292-0753
Performance Intelligence, Actualized
about presenter
Terry Jabali
• Terry has over 16 years of consulting expertise for creating high performance
organizations encompassing performance management frameworks, enterprise
applications, and business intelligence. He is the Chief Architect of Applied Enterprise
Dynamics, Inc. (AED). He advises CxOs and managers on turnkey solutions
encompassing program and project management, service delivery modeling for IT
organizations, customer-centric business process reengineering, performance
management and business intelligence with key emphasis on analytics, scorecards, and
actionable dashboards leveraging best practices frameworks such as the Capability and
Maturity Model (CMMi®).
Terry serves as a Director on the board of Project Management Institute, Program
Management Office (PMO) SIG. He is also a program certification panelist, impacting
200,000 worldwide members.
Prior roles: CRM Practice Head for North America, Clarify, Nortel Networks Principal,
Computer Sciences Corporation (CSC) CRM Practice Head, Cedars (Peoplesoft)
Leadership Development Director, American Society for Training and Development
(ASTD-RMC) Founder, Fifth Generation Consultants Terry earned his B.A. degree in
Applied Behavioral Sciences and completed graduate work in System Dynamics at MIT
and Organization leadership at Stanford. Terry holds several industry certifications
including CPM, Six Sigma Green Belt (ip), CPC, and others.
For related whitepapers, please goto: www.pmoiq.net
Contact info:
Terry Jabali
1201 Geraldine Way, suite 1
Belmont, CA 94002;
tjabali@pmoiq.net
650.218-2588
10/15/2006
28www.PMOiQ.com - Applied Enterprise Dynamics, Inc.(650) 292-0753
Performance Intelligence, Actualized
questions

More Related Content

What's hot

4.16.2013 Prj & Port Mgmt SftDev - What is Application Portfolio Management -...
4.16.2013 Prj & Port Mgmt SftDev - What is Application Portfolio Management -...4.16.2013 Prj & Port Mgmt SftDev - What is Application Portfolio Management -...
4.16.2013 Prj & Port Mgmt SftDev - What is Application Portfolio Management -...
IBM Rational
 
Workflow and BPM in the New Enterprise Architecture
Workflow and BPM in the New Enterprise ArchitectureWorkflow and BPM in the New Enterprise Architecture
Workflow and BPM in the New Enterprise Architecture
Nathaniel Palmer
 
ITSM Academy Webinar - Process Maturity, It's Not About the Numbers
ITSM Academy Webinar -  Process Maturity, It's Not About the NumbersITSM Academy Webinar -  Process Maturity, It's Not About the Numbers
ITSM Academy Webinar - Process Maturity, It's Not About the Numbers
ITSM Academy, Inc.
 
Transform Your Application Portfolio - and Keep Your Focus!
Transform Your Application Portfolio - and Keep Your Focus!Transform Your Application Portfolio - and Keep Your Focus!
Transform Your Application Portfolio - and Keep Your Focus!
Software AG
 
Oracle Aim Methodology
Oracle Aim MethodologyOracle Aim Methodology
Oracle Aim Methodology
Shivmohan Purohit
 
Creating An EA Governance Organization
Creating An EA Governance OrganizationCreating An EA Governance Organization
Creating An EA Governance Organization
Chip Wilson
 
Architecture Series 5-5 Effective Enterprise Architecture Action Plan
Architecture Series 5-5   Effective Enterprise Architecture Action PlanArchitecture Series 5-5   Effective Enterprise Architecture Action Plan
Architecture Series 5-5 Effective Enterprise Architecture Action Plan
Frankie Hsiang
 
BPM Case Management Global Summit - Building a BPM CoE
BPM Case Management Global Summit - Building a BPM CoEBPM Case Management Global Summit - Building a BPM CoE
BPM Case Management Global Summit - Building a BPM CoE
Scott Simmons
 
Business Process Maturity and Centers of Excellence
Business Process Maturity and Centers of ExcellenceBusiness Process Maturity and Centers of Excellence
Business Process Maturity and Centers of Excellence
Sandy Kemsley
 
Oracle Compensation Workbench Webinar
Oracle Compensation Workbench WebinarOracle Compensation Workbench Webinar
Oracle Compensation Workbench Webinar
KBACE Technologies, Inc.
 
Project organisation and erp implementation method
Project organisation and erp implementation methodProject organisation and erp implementation method
Project organisation and erp implementation method
Gaurav Kumar
 
Business Process Management Center of Excellence
Business Process Management Center of ExcellenceBusiness Process Management Center of Excellence
Business Process Management Center of Excellence
Sandy Kemsley
 
Application Management Framework
Application Management FrameworkApplication Management Framework
Application Management Framework
Rory Mackay
 
Integrating PPM with Service Portfolio Management: The GEIT Perspective
Integrating PPM with Service Portfolio Management: The GEIT PerspectiveIntegrating PPM with Service Portfolio Management: The GEIT Perspective
Integrating PPM with Service Portfolio Management: The GEIT Perspective
George Papoulias
 
Enabling your BPM CoE (ITWorld 2011 Montreal)
Enabling your BPM CoE  (ITWorld 2011 Montreal)Enabling your BPM CoE  (ITWorld 2011 Montreal)
Enabling your BPM CoE (ITWorld 2011 Montreal)
Denis Gagné
 
SharePoint: What You Need to Know Before Upgrading
SharePoint: What You Need to Know Before UpgradingSharePoint: What You Need to Know Before Upgrading
SharePoint: What You Need to Know Before Upgrading
Perficient, Inc.
 
SAE2 Application Modernization Process
SAE2 Application Modernization ProcessSAE2 Application Modernization Process
SAE2 Application Modernization Process
Lawrence Wilkes
 
Project Plan ERP Sample by ijaz haider malik weboriez@hotmail
Project Plan ERP Sample by ijaz haider malik weboriez@hotmailProject Plan ERP Sample by ijaz haider malik weboriez@hotmail
Project Plan ERP Sample by ijaz haider malik weboriez@hotmail
Ijaz Haider Malik TOGAF, Harvard MM,Siebel, PRINCE2
 
BPM Design Review Approach
BPM Design Review ApproachBPM Design Review Approach
BPM Design Review Approach
Scott Simmons
 
[Process Day 2011] Architecting bpm through_a_center_of_excellence
[Process Day 2011] Architecting bpm through_a_center_of_excellence[Process Day 2011] Architecting bpm through_a_center_of_excellence
[Process Day 2011] Architecting bpm through_a_center_of_excellence
EloGroup
 

What's hot (20)

4.16.2013 Prj & Port Mgmt SftDev - What is Application Portfolio Management -...
4.16.2013 Prj & Port Mgmt SftDev - What is Application Portfolio Management -...4.16.2013 Prj & Port Mgmt SftDev - What is Application Portfolio Management -...
4.16.2013 Prj & Port Mgmt SftDev - What is Application Portfolio Management -...
 
Workflow and BPM in the New Enterprise Architecture
Workflow and BPM in the New Enterprise ArchitectureWorkflow and BPM in the New Enterprise Architecture
Workflow and BPM in the New Enterprise Architecture
 
ITSM Academy Webinar - Process Maturity, It's Not About the Numbers
ITSM Academy Webinar -  Process Maturity, It's Not About the NumbersITSM Academy Webinar -  Process Maturity, It's Not About the Numbers
ITSM Academy Webinar - Process Maturity, It's Not About the Numbers
 
Transform Your Application Portfolio - and Keep Your Focus!
Transform Your Application Portfolio - and Keep Your Focus!Transform Your Application Portfolio - and Keep Your Focus!
Transform Your Application Portfolio - and Keep Your Focus!
 
Oracle Aim Methodology
Oracle Aim MethodologyOracle Aim Methodology
Oracle Aim Methodology
 
Creating An EA Governance Organization
Creating An EA Governance OrganizationCreating An EA Governance Organization
Creating An EA Governance Organization
 
Architecture Series 5-5 Effective Enterprise Architecture Action Plan
Architecture Series 5-5   Effective Enterprise Architecture Action PlanArchitecture Series 5-5   Effective Enterprise Architecture Action Plan
Architecture Series 5-5 Effective Enterprise Architecture Action Plan
 
BPM Case Management Global Summit - Building a BPM CoE
BPM Case Management Global Summit - Building a BPM CoEBPM Case Management Global Summit - Building a BPM CoE
BPM Case Management Global Summit - Building a BPM CoE
 
Business Process Maturity and Centers of Excellence
Business Process Maturity and Centers of ExcellenceBusiness Process Maturity and Centers of Excellence
Business Process Maturity and Centers of Excellence
 
Oracle Compensation Workbench Webinar
Oracle Compensation Workbench WebinarOracle Compensation Workbench Webinar
Oracle Compensation Workbench Webinar
 
Project organisation and erp implementation method
Project organisation and erp implementation methodProject organisation and erp implementation method
Project organisation and erp implementation method
 
Business Process Management Center of Excellence
Business Process Management Center of ExcellenceBusiness Process Management Center of Excellence
Business Process Management Center of Excellence
 
Application Management Framework
Application Management FrameworkApplication Management Framework
Application Management Framework
 
Integrating PPM with Service Portfolio Management: The GEIT Perspective
Integrating PPM with Service Portfolio Management: The GEIT PerspectiveIntegrating PPM with Service Portfolio Management: The GEIT Perspective
Integrating PPM with Service Portfolio Management: The GEIT Perspective
 
Enabling your BPM CoE (ITWorld 2011 Montreal)
Enabling your BPM CoE  (ITWorld 2011 Montreal)Enabling your BPM CoE  (ITWorld 2011 Montreal)
Enabling your BPM CoE (ITWorld 2011 Montreal)
 
SharePoint: What You Need to Know Before Upgrading
SharePoint: What You Need to Know Before UpgradingSharePoint: What You Need to Know Before Upgrading
SharePoint: What You Need to Know Before Upgrading
 
SAE2 Application Modernization Process
SAE2 Application Modernization ProcessSAE2 Application Modernization Process
SAE2 Application Modernization Process
 
Project Plan ERP Sample by ijaz haider malik weboriez@hotmail
Project Plan ERP Sample by ijaz haider malik weboriez@hotmailProject Plan ERP Sample by ijaz haider malik weboriez@hotmail
Project Plan ERP Sample by ijaz haider malik weboriez@hotmail
 
BPM Design Review Approach
BPM Design Review ApproachBPM Design Review Approach
BPM Design Review Approach
 
[Process Day 2011] Architecting bpm through_a_center_of_excellence
[Process Day 2011] Architecting bpm through_a_center_of_excellence[Process Day 2011] Architecting bpm through_a_center_of_excellence
[Process Day 2011] Architecting bpm through_a_center_of_excellence
 

Similar to CMMi NDIA Conference_Jabali

Best practices for fusion hcm cloud implementation
Best practices for fusion hcm cloud implementationBest practices for fusion hcm cloud implementation
Best practices for fusion hcm cloud implementation
Feras Ahmad
 
20 best practices for fusion hcm cloud implementation
20   best practices for fusion hcm cloud implementation20   best practices for fusion hcm cloud implementation
20 best practices for fusion hcm cloud implementation
mohamed refaei
 
Creating an Operating Model to enable a high frequency organization
Creating an Operating Model to enable a high frequency organizationCreating an Operating Model to enable a high frequency organization
Creating an Operating Model to enable a high frequency organization
Tom Laszewski
 
Best practices for fusion hcm cloud implementation
Best practices for fusion hcm cloud implementationBest practices for fusion hcm cloud implementation
Best practices for fusion hcm cloud implementation
mohamed refaei
 
Carden carrieresume2016
Carden carrieresume2016Carden carrieresume2016
Carden carrieresume2016
Carrie Carden
 
Multi Model Performance Improvement
Multi Model Performance ImprovementMulti Model Performance Improvement
Multi Model Performance Improvement
George Brotbeck
 
Sasidhar_ 5+ yrs_Testing Profile
Sasidhar_ 5+ yrs_Testing ProfileSasidhar_ 5+ yrs_Testing Profile
Sasidhar_ 5+ yrs_Testing Profile
Sasidhar Reddy
 
Sabrion_Consulting_Overview CPG Retail Apparel.pdf
Sabrion_Consulting_Overview CPG Retail Apparel.pdfSabrion_Consulting_Overview CPG Retail Apparel.pdf
Sabrion_Consulting_Overview CPG Retail Apparel.pdf
Brion Carroll (II)
 
PAC Fast Track Implementation Program
PAC Fast Track Implementation ProgramPAC Fast Track Implementation Program
PAC Fast Track Implementation Program
Performance Analytics Corporation
 
CA PPM Rationalizaiton
CA PPM RationalizaitonCA PPM Rationalizaiton
CA PPM Rationalizaiton
David Messineo
 
SQA Manager_Profile_Suman Kumar Ghosh
SQA Manager_Profile_Suman Kumar GhoshSQA Manager_Profile_Suman Kumar Ghosh
SQA Manager_Profile_Suman Kumar Ghosh
Suman Ghosh
 
Simplify Salesforce Testing with AI-Driven Codeless Tools
Simplify Salesforce Testing with AI-Driven Codeless ToolsSimplify Salesforce Testing with AI-Driven Codeless Tools
Simplify Salesforce Testing with AI-Driven Codeless Tools
Sauce Labs
 
Krome Technology In a Nutshell
Krome Technology In a NutshellKrome Technology In a Nutshell
Krome Technology In a Nutshell
Krome Technology
 
BizFlow - BPM at Jardine Lloyd Thompson for Sales, Document Handling, Custome...
BizFlow - BPM at Jardine Lloyd Thompson for Sales, Document Handling, Custome...BizFlow - BPM at Jardine Lloyd Thompson for Sales, Document Handling, Custome...
BizFlow - BPM at Jardine Lloyd Thompson for Sales, Document Handling, Custome...
Garth Knudson
 
2013 06 04_5806_case_manager_implementation__
2013 06 04_5806_case_manager_implementation__2013 06 04_5806_case_manager_implementation__
2013 06 04_5806_case_manager_implementation__
Katleen Aems
 
MuleSoft Meetup #2 in Kyiv, Ukraine - What is special about MuleSoft Catalyst™?
MuleSoft Meetup #2 in Kyiv, Ukraine - What is special about MuleSoft Catalyst™?MuleSoft Meetup #2 in Kyiv, Ukraine - What is special about MuleSoft Catalyst™?
MuleSoft Meetup #2 in Kyiv, Ukraine - What is special about MuleSoft Catalyst™?
Maksym Dovgopolyi, PMP
 
Driving Enterprise Architecture Redesign: Cloud-Native Platforms, APIs, and D...
Driving Enterprise Architecture Redesign: Cloud-Native Platforms, APIs, and D...Driving Enterprise Architecture Redesign: Cloud-Native Platforms, APIs, and D...
Driving Enterprise Architecture Redesign: Cloud-Native Platforms, APIs, and D...
WSO2
 
Driving Enterprise Architecture Redesign: Cloud-Native Platforms, APIs, and D...
Driving Enterprise Architecture Redesign: Cloud-Native Platforms, APIs, and D...Driving Enterprise Architecture Redesign: Cloud-Native Platforms, APIs, and D...
Driving Enterprise Architecture Redesign: Cloud-Native Platforms, APIs, and D...
Chris Haddad
 
Quality & Risk Management Challenges When Acquiring Enterprise Systems
Quality & Risk Management Challenges When Acquiring Enterprise SystemsQuality & Risk Management Challenges When Acquiring Enterprise Systems
Quality & Risk Management Challenges When Acquiring Enterprise Systems
Pacific Northwest Software Quality Conference
 
Implementing and Extending Oracle PLM Cloud for Gibson Overseas
Implementing and Extending Oracle PLM Cloud for Gibson OverseasImplementing and Extending Oracle PLM Cloud for Gibson Overseas
Implementing and Extending Oracle PLM Cloud for Gibson Overseas
Jade Global
 

Similar to CMMi NDIA Conference_Jabali (20)

Best practices for fusion hcm cloud implementation
Best practices for fusion hcm cloud implementationBest practices for fusion hcm cloud implementation
Best practices for fusion hcm cloud implementation
 
20 best practices for fusion hcm cloud implementation
20   best practices for fusion hcm cloud implementation20   best practices for fusion hcm cloud implementation
20 best practices for fusion hcm cloud implementation
 
Creating an Operating Model to enable a high frequency organization
Creating an Operating Model to enable a high frequency organizationCreating an Operating Model to enable a high frequency organization
Creating an Operating Model to enable a high frequency organization
 
Best practices for fusion hcm cloud implementation
Best practices for fusion hcm cloud implementationBest practices for fusion hcm cloud implementation
Best practices for fusion hcm cloud implementation
 
Carden carrieresume2016
Carden carrieresume2016Carden carrieresume2016
Carden carrieresume2016
 
Multi Model Performance Improvement
Multi Model Performance ImprovementMulti Model Performance Improvement
Multi Model Performance Improvement
 
Sasidhar_ 5+ yrs_Testing Profile
Sasidhar_ 5+ yrs_Testing ProfileSasidhar_ 5+ yrs_Testing Profile
Sasidhar_ 5+ yrs_Testing Profile
 
Sabrion_Consulting_Overview CPG Retail Apparel.pdf
Sabrion_Consulting_Overview CPG Retail Apparel.pdfSabrion_Consulting_Overview CPG Retail Apparel.pdf
Sabrion_Consulting_Overview CPG Retail Apparel.pdf
 
PAC Fast Track Implementation Program
PAC Fast Track Implementation ProgramPAC Fast Track Implementation Program
PAC Fast Track Implementation Program
 
CA PPM Rationalizaiton
CA PPM RationalizaitonCA PPM Rationalizaiton
CA PPM Rationalizaiton
 
SQA Manager_Profile_Suman Kumar Ghosh
SQA Manager_Profile_Suman Kumar GhoshSQA Manager_Profile_Suman Kumar Ghosh
SQA Manager_Profile_Suman Kumar Ghosh
 
Simplify Salesforce Testing with AI-Driven Codeless Tools
Simplify Salesforce Testing with AI-Driven Codeless ToolsSimplify Salesforce Testing with AI-Driven Codeless Tools
Simplify Salesforce Testing with AI-Driven Codeless Tools
 
Krome Technology In a Nutshell
Krome Technology In a NutshellKrome Technology In a Nutshell
Krome Technology In a Nutshell
 
BizFlow - BPM at Jardine Lloyd Thompson for Sales, Document Handling, Custome...
BizFlow - BPM at Jardine Lloyd Thompson for Sales, Document Handling, Custome...BizFlow - BPM at Jardine Lloyd Thompson for Sales, Document Handling, Custome...
BizFlow - BPM at Jardine Lloyd Thompson for Sales, Document Handling, Custome...
 
2013 06 04_5806_case_manager_implementation__
2013 06 04_5806_case_manager_implementation__2013 06 04_5806_case_manager_implementation__
2013 06 04_5806_case_manager_implementation__
 
MuleSoft Meetup #2 in Kyiv, Ukraine - What is special about MuleSoft Catalyst™?
MuleSoft Meetup #2 in Kyiv, Ukraine - What is special about MuleSoft Catalyst™?MuleSoft Meetup #2 in Kyiv, Ukraine - What is special about MuleSoft Catalyst™?
MuleSoft Meetup #2 in Kyiv, Ukraine - What is special about MuleSoft Catalyst™?
 
Driving Enterprise Architecture Redesign: Cloud-Native Platforms, APIs, and D...
Driving Enterprise Architecture Redesign: Cloud-Native Platforms, APIs, and D...Driving Enterprise Architecture Redesign: Cloud-Native Platforms, APIs, and D...
Driving Enterprise Architecture Redesign: Cloud-Native Platforms, APIs, and D...
 
Driving Enterprise Architecture Redesign: Cloud-Native Platforms, APIs, and D...
Driving Enterprise Architecture Redesign: Cloud-Native Platforms, APIs, and D...Driving Enterprise Architecture Redesign: Cloud-Native Platforms, APIs, and D...
Driving Enterprise Architecture Redesign: Cloud-Native Platforms, APIs, and D...
 
Quality & Risk Management Challenges When Acquiring Enterprise Systems
Quality & Risk Management Challenges When Acquiring Enterprise SystemsQuality & Risk Management Challenges When Acquiring Enterprise Systems
Quality & Risk Management Challenges When Acquiring Enterprise Systems
 
Implementing and Extending Oracle PLM Cloud for Gibson Overseas
Implementing and Extending Oracle PLM Cloud for Gibson OverseasImplementing and Extending Oracle PLM Cloud for Gibson Overseas
Implementing and Extending Oracle PLM Cloud for Gibson Overseas
 

More from tjabali

Sovling data and governance august 2019
Sovling data and governance august 2019Sovling data and governance august 2019
Sovling data and governance august 2019
tjabali
 
Leadership & performance quadrants
Leadership & performance quadrantsLeadership & performance quadrants
Leadership & performance quadrants
tjabali
 
Eim project status example of scope
Eim project status example of scopeEim project status example of scope
Eim project status example of scope
tjabali
 
Jabali evolution timeline march_13
Jabali evolution timeline march_13Jabali evolution timeline march_13
Jabali evolution timeline march_13
tjabali
 
Crm imperatives for success cover page feature may, 2003
Crm  imperatives for success cover page feature may, 2003Crm  imperatives for success cover page feature may, 2003
Crm imperatives for success cover page feature may, 2003
tjabali
 
Worker microcosm hr online
Worker microcosm hr onlineWorker microcosm hr online
Worker microcosm hr online
tjabali
 
Competitive advantage through data management terry jabali v.01
Competitive advantage through data management terry jabali v.01Competitive advantage through data management terry jabali v.01
Competitive advantage through data management terry jabali v.01
tjabali
 
Terry jabali summary reference page
Terry jabali summary reference pageTerry jabali summary reference page
Terry jabali summary reference page
tjabali
 

More from tjabali (8)

Sovling data and governance august 2019
Sovling data and governance august 2019Sovling data and governance august 2019
Sovling data and governance august 2019
 
Leadership & performance quadrants
Leadership & performance quadrantsLeadership & performance quadrants
Leadership & performance quadrants
 
Eim project status example of scope
Eim project status example of scopeEim project status example of scope
Eim project status example of scope
 
Jabali evolution timeline march_13
Jabali evolution timeline march_13Jabali evolution timeline march_13
Jabali evolution timeline march_13
 
Crm imperatives for success cover page feature may, 2003
Crm  imperatives for success cover page feature may, 2003Crm  imperatives for success cover page feature may, 2003
Crm imperatives for success cover page feature may, 2003
 
Worker microcosm hr online
Worker microcosm hr onlineWorker microcosm hr online
Worker microcosm hr online
 
Competitive advantage through data management terry jabali v.01
Competitive advantage through data management terry jabali v.01Competitive advantage through data management terry jabali v.01
Competitive advantage through data management terry jabali v.01
 
Terry jabali summary reference page
Terry jabali summary reference pageTerry jabali summary reference page
Terry jabali summary reference page
 

CMMi NDIA Conference_Jabali

  • 1. 10/15/2006 1www.PMOiQ.com - Applied Enterprise Dynamics, Inc.(650) 292-0753 Performance Intelligence, Actualized pmo paving the road to optimized IT value: perspectives and a case study release 1.1 (updated) Terry Jabali Founding Principal Applied Enterprise Dynamics, Inc. www.pmoiq.net
  • 2. 10/15/2006 2www.PMOiQ.com - Applied Enterprise Dynamics, Inc.(650) 292-0753 Performance Intelligence, Actualized agenda Session theme: lessons for successful deployment / adoption: • Provide pmo practice insights • Cite case studies using CMMi: case study, challenges, reflection, lessons learned • Discuss successful pmo premises Open forum for discussion
  • 3. 10/15/2006 3www.PMOiQ.com - Applied Enterprise Dynamics, Inc.(650) 292-0753 Performance Intelligence, Actualized about pmo
  • 4. 10/15/2006 4www.PMOiQ.com - Applied Enterprise Dynamics, Inc.(650) 292-0753 Performance Intelligence, Actualized definition of PMO by PMI® “The Program Management Office is an organizational body or entity assigned various responsibilities related to the centralized or coordinated management of those projects under its domain. The responsibilities of PMO can range from providing project management support functions to actually being responsible for the direct management of a project” PMBOK 3rd Ed
  • 5. 10/15/2006 5www.PMOiQ.com - Applied Enterprise Dynamics, Inc.(650) 292-0753 Performance Intelligence, Actualized pmo value creation • PMO (Program Management Office) by design builds on a series of best practices including PMI® standards. In NA, the majority of Fortune companies have already or in the process of establishing IT PMO office. • Structure may vary; PMO is either part of the business or the IT organization; regardless, its mission focuses on delivering business value with accountability for results
  • 6. 10/15/2006 6www.PMOiQ.com - Applied Enterprise Dynamics, Inc.(650) 292-0753 Performance Intelligence, Actualized example of an actual pmo charter (education institution) “The Program Management Office will provide: • state-of-the-art project management software which will include automated project scheduling, project interdependency tracking, issue management, resource management and other tools; • assistance in managing risks and addressing quality considerations; • skills training for project managers; • consistent and effective project management methodologies; and • proactive communication of project and task status. The benefits are straightforward and include higher probability of success, more consistent and simplified management, and accountability for all results. This should ultimately lead to higher client satisfaction and a better place to work and learn.”
  • 7. 10/15/2006 7www.PMOiQ.com - Applied Enterprise Dynamics, Inc.(650) 292-0753 Performance Intelligence, Actualized cmmi® role
  • 8. 10/15/2006 8www.PMOiQ.com - Applied Enterprise Dynamics, Inc.(650) 292-0753 Performance Intelligence, Actualized cmmi® role • Establishes an organization framework for successful project management practices • Provides a roadmap for continuous process improvements across program and project portfolios • Provides consistent measurements across the life cycles, e.g., SDLC, PLM… while providing a gauge for evolving the organization’s maturity • Iterative roadmap for adoption CMMi
  • 9. 10/15/2006 9www.PMOiQ.com - Applied Enterprise Dynamics, Inc.(650) 292-0753 Performance Intelligence, Actualized Adoption and cmmi®
  • 10. 10/15/2006 10www.PMOiQ.com - Applied Enterprise Dynamics, Inc.(650) 292-0753 Performance Intelligence, Actualized adoption cycle correlation acceptance Holding On Moving On Denial storming norming performance defined managed measured initial optimized CMMi
  • 11. 10/15/2006 11www.PMOiQ.com - Applied Enterprise Dynamics, Inc.(650) 292-0753 Performance Intelligence, Actualized organization adoption correlation CMMi defined managed measured initial optimized Audience needs are clearly identified Poor product/service adoption Inconsistent deployment success User-adoption / success metrics are proactively gauged User-adoption is synergistic – value creation is self renewing
  • 12. 10/15/2006 12www.PMOiQ.com - Applied Enterprise Dynamics, Inc.(650) 292-0753 Performance Intelligence, Actualized pmo case studies CMMi-L3
  • 13. 10/15/2006 13www.PMOiQ.com - Applied Enterprise Dynamics, Inc.(650) 292-0753 Performance Intelligence, Actualized case study 1: “major telco” (~$40 billion in revenues) • Established a Program Management Office • PMO SEPG formed with local legs at the unit level • Governance/Audit team (post deployment) • Super Users at the local level • Retained a major consulting team • Introduced a series of templates to support SDLC, targeting level 3: – REQM, CM, PPQA (Proc and prod quality ass), MA; OPF (Org Proc), OT (train) – Project complexity-based requirements: High and Low – RTM: Requirements Traceability Matrix – Peer Reviews – Change Management process – Document management application – Project management software with resource allocation and time tracking CMMi-L3
  • 14. 10/15/2006 14www.PMOiQ.com - Applied Enterprise Dynamics, Inc.(650) 292-0753 Performance Intelligence, Actualized case study 1: what went well? • Engagement model was clear with the customer— introduced “Application Front Gate” to the IT organization • Consistency of templates: for example, requirements documents were no longer called different names: BRD, RD… • SEPG ensured consistent application across a matrix IT organization—process exceptions had to go through a review committee • Paving the road toward meaningful measurement at the PPM level became within reach CMMi-L3
  • 15. 10/15/2006 15www.PMOiQ.com - Applied Enterprise Dynamics, Inc.(650) 292-0753 Performance Intelligence, Actualized case study 1: challengesCMMi-L3 • Target: Level 3 • Given the culture, introduced a very aggressive rollout timeline: • Project complexity-based requirements • RTM: Requirements Traceability Matrix • Peer Reviews • Change Management process • Master directory of process assets / document management tool • Project management application (eVista Artemis) • Audits Once understood, adopted; still confusion persisted between high and low complexity project requirements Poor adoption: Perceived as additional work Basic adoption: perceived as unnecessary work; most completed the basic requirements Well received by IT; not well by the business Poor adoption due to slow performance; cumbersome— lowered productivity Saved $$$ on space needed for attachments; links didn’t always work! Too Much Resistance—impacted productivity
  • 16. 10/15/2006 16www.PMOiQ.com - Applied Enterprise Dynamics, Inc.(650) 292-0753 Performance Intelligence, Actualized audience reflection
  • 17. 10/15/2006 17www.PMOiQ.com - Applied Enterprise Dynamics, Inc.(650) 292-0753 Performance Intelligence, Actualized case study 1: lessons learned • Big bang introduction of people, process, and corresponding tools does not work all at once—cultural adoption rate must be taken in account • CMMi champions were re-aligned elsewhere in the organization • Process improvement is not defined by consultants—rather, it is defined by front line doers—engage cross team members across cycle (not only “smart” people) • Tools’ capability and maturity must be mapped for productivity flow not just features • Culture must be taken in account for an adoption rate and the subsequent roll-out success • Closely evaluate capability to deliver (e.g. resources, training…) CMMi-L3
  • 18. 10/15/2006 18www.PMOiQ.com - Applied Enterprise Dynamics, Inc.(650) 292-0753 Performance Intelligence, Actualized case study 2: “global shipping co.” ($5 billion in revenues) • Established a pmo practice • Defined balanced scorecard (BSC) which defined the PPM objectives • Adopted ad-hoc CMMi • Instituted PMI standards • Enabled standard SDLC template in project management software • Instituted an end-to-end project governance • Piloted a project case study for the entire PMO team • Debated PMO approaches of “process and tools” • Promoted PMI certifications for consistent practices
  • 19. 10/15/2006 19www.PMOiQ.com - Applied Enterprise Dynamics, Inc.(650) 292-0753 Performance Intelligence, Actualized case study 2: what went well? • EPS (SEPG like) • PMO Balanced scorecard directly linked to corporate initiatives “upfront” while providing a tracking mechanism across project portfolios (PPM) • Paving the road toward meaningful measurement at the PPM level became within reach provided the SDLC template is widely adopted
  • 20. 10/15/2006 20www.PMOiQ.com - Applied Enterprise Dynamics, Inc.(650) 292-0753 Performance Intelligence, Actualized case study 2: challenges • Established a pmo practice • Defined balanced scorecard (BSC) measurements • Adopted PMI standards • Enabled standard SDLC template in project management software • Instituted an end-to-end project governance • Piloted a project case study for the entire PMO team • Debated PMO approaches of “process and tools” • Promoted PMI certifications PMs had to come-up to speed on PMI leading practices Vendor provide template 12207 was not relevant to internally, driven IT department—much customizations were needed Many resisted the straight jacket CMMi was not adopted; as a result, missing a critical document such as RTM left the organization vulnerable to re-occuring project risks management had already made its decision regardless—PMs already knew
  • 21. 10/15/2006 21www.PMOiQ.com - Applied Enterprise Dynamics, Inc.(650) 292-0753 Performance Intelligence, Actualized audience reflection
  • 22. 10/15/2006 22www.PMOiQ.com - Applied Enterprise Dynamics, Inc.(650) 292-0753 Performance Intelligence, Actualized case study 2: lessons learned • Deploying BSC and encouraging standardization by adopting standards enabled greater PMO value creation; however, not considering critical components of CMMi such as OPF, RTM… left PMO more vulnerable to frequent project over-runs
  • 23. 10/15/2006 23www.PMOiQ.com - Applied Enterprise Dynamics, Inc.(650) 292-0753 Performance Intelligence, Actualized pmo success drivers top 3 premises “Say not I have found the truth—rather, I have found a truth for the truth walks upon all paths” Gibran K Gibran
  • 24. 10/15/2006 24www.PMOiQ.com - Applied Enterprise Dynamics, Inc.(650) 292-0753 Performance Intelligence, Actualized pmo and enterprise effectiveness is one • The marriage between people, process and technology can be happy or a troubled one. How well we understand and sanction these performance drivers, positive and/or negative, determines the effectiveness of PMO and the subsequent level of customer value creation pmo Premise 1 Frameworks provide a roadmap—deployment is a science as much as it is an art
  • 25. 10/15/2006 25www.PMOiQ.com - Applied Enterprise Dynamics, Inc.(650) 292-0753 Performance Intelligence, Actualized capability & maturity modeling can advance PMO performance if, 1. PMs subscribes to a process of productivity 2. PMs use intuitive tool--process and tools are aligned 3. PMs competency is promoted and rewarded 4. Vertical process and process inter-relations are complimentary 5. Team members recognize that it is an evolution to higher maturity (don’t jump steps) pmo Premise 2
  • 26. 10/15/2006 26www.PMOiQ.com - Applied Enterprise Dynamics, Inc.(650) 292-0753 Performance Intelligence, Actualized begin with understanding adoption drivers first 1. Begin with user-adoption drivers as a layered foundation: Motivated adopters lead first 2. Focus on value at the lowest denominator in order to drive adoption 3. Reward a culture of ownership—motivate for execution pmo Premise 3
  • 27. 10/15/2006 27www.PMOiQ.com - Applied Enterprise Dynamics, Inc.(650) 292-0753 Performance Intelligence, Actualized about presenter Terry Jabali • Terry has over 16 years of consulting expertise for creating high performance organizations encompassing performance management frameworks, enterprise applications, and business intelligence. He is the Chief Architect of Applied Enterprise Dynamics, Inc. (AED). He advises CxOs and managers on turnkey solutions encompassing program and project management, service delivery modeling for IT organizations, customer-centric business process reengineering, performance management and business intelligence with key emphasis on analytics, scorecards, and actionable dashboards leveraging best practices frameworks such as the Capability and Maturity Model (CMMi®). Terry serves as a Director on the board of Project Management Institute, Program Management Office (PMO) SIG. He is also a program certification panelist, impacting 200,000 worldwide members. Prior roles: CRM Practice Head for North America, Clarify, Nortel Networks Principal, Computer Sciences Corporation (CSC) CRM Practice Head, Cedars (Peoplesoft) Leadership Development Director, American Society for Training and Development (ASTD-RMC) Founder, Fifth Generation Consultants Terry earned his B.A. degree in Applied Behavioral Sciences and completed graduate work in System Dynamics at MIT and Organization leadership at Stanford. Terry holds several industry certifications including CPM, Six Sigma Green Belt (ip), CPC, and others. For related whitepapers, please goto: www.pmoiq.net Contact info: Terry Jabali 1201 Geraldine Way, suite 1 Belmont, CA 94002; tjabali@pmoiq.net 650.218-2588
  • 28. 10/15/2006 28www.PMOiQ.com - Applied Enterprise Dynamics, Inc.(650) 292-0753 Performance Intelligence, Actualized questions